Programme Master of Science in Process Plant Management

Code MKKL1513

Module Human Factor in Industry

Prepared by Name Veronica Shahlani A/P Arulanthu

Student ID MKK151044
Mobile 016-2790394
E-mail veronica.arul90@hotmail.com
Prepared for Professor Dr. Idrus

Dateline 12 / 12 / 2015
 ASSIGNMENT MKKL 1513

Title:
Discuss and elaborate on the motivational theories relating high
workplace performance. Cite examples or cases from your own
organization‟s performance system implementation and application.

By: Veronica Shahlani A/P Arulanthu

MKKL 151044
 CHAPTER 1

INTRODUCTION

1.1 Motivation

Motivation is a theoretical construct used to explain behaviour. It represent the

reasons for people‟s actions, desires and needs. In other term, it is an experience of internal
state that gives rise to desire, intention or pressure to act. It can also be defined as one of the
forces that lead to performance in a working environment. It portraits the desire of one to
achieve a goal or to perform at certain level, leading to goal directed behaviour. It has an
element of choice and personal willingness of a person and because of this; motivational level
can vary across time or in response to internal or external situations.

In this decades, various theories have been approached to unveil the human behaviour
subjected to motivation from different angles. Research has shown that several factors may
cause people to work and behave in certain ways during in work relating matters.

 Internal and external needs

 A purpose or goal they set on their own or is set for them by others
 The anticipation of a reward
 A need for fairness
 Their own expectations of themselves
 What they believe to be others‟ expectations of them

Motivation in work environment is define as a set of energetic forces that originated

both within as well as beyond an individual's being, to initiate work related behaviours, and
to determine its form, intensity, duration and a clear direction. When we refer to an individual
as being motivated, we mean that the person is trying hard to accomplish task the bestowed
upon him or her. In simple concept, motivation is the answer to the question “why we do
what we do”. The motivation theories try to figure out the “M” in the equation: “M motivates
P” (Motivator motivates the Person).

In general, motivation theories can be classified broadly into two distinguish

perspective which is the content and process theories. Content theories famously deal with
“what” motivates people and it is concerned with individual‟s needs and goals. Maslow
(1943), Alderfer (1969) and Herzberg (1964) studied motivation theories from a “content”
perspective. However, Vroom (1964), Porter and Lawler (1968), Adams and Locke (1963)
studied motivation theories from a “process” perspective whereby it pays attention on “how”
motivation occurs.
 CHAPTER 2

THEORIES OF MOTIVATION

2.1 Employee Motivation

In early years of Industrial Revolution, around 1800, Bentham‟s idea or philosophy

was developed saying that all people are self-interested and motivated by the desire to avoid
pain and find pleasure. This view – the “carrot and stick” approach used to induce desired
behaviours in the working environment. The “carrot” represents reward and recognition as a
motivating force while the “stick” plays a role of fear of job loss, demotion and some other
penalties. As the globalization takes place, many leading theories of motivation and
motivators seldom make reference to this theory due to retaliation by various activists on the
“stick” concept which gives empowerment to manager in decision making to impose rewards
and penalty based on supervision level.

The theories were later developed for more favourable and shared goal through
visionary instead of motivating through carrot and stick approach. However, it is still being
applied in a simple way in various industries but with guidelines. It is one of the most
important duties of an entrepreneur to motivate people, to know what need is there and what
satisfy them. Employees are often motivated when they expect that their actions are likely to
achieve a goal or receive a reward that satisfies their needs. Motivating employees is about
influencing them to move in the direction set by the organisation, and creating the conditions
where they want to persist in applying effort to achieve organisational goals.

Every individual has a driving force within them to give them the willingness to do
and achieve their goals. These driving forces are known as motivators that can help to
influence, maintain or change one‟s perception of their work situation. They should be able to
find meaning and to a certain extent, enjoyment in what they do and are therefore internally
driven to continue investing consistently and continue their effort in their jobs. As an
employer, it is important that the “driving force” within them is kept alive and consistent to
ensure that the employee finds satisfaction. Based on Owen‟s view, people are similar to
machine. A machine that is looked after properly, cared for and maintained well, performs
efficiently, reliably and lastingly, similarly employees are likely to be more efficient when
their needs are taken care off.
 Vroom‟s Theory of Expectancy (1964) and Adams and Locke‟s Theory of Equity
(1963) clearly speaks of motivation and management. The theory explains that individuals
can be motivated towards goals if they believe that: there is a positive correlation between
efforts and performance, the outcome of a favourable performance will result in a desirable
reward, a reward from a performance will satisfy an important need, or the outcome satisfies
their need enough to make the effort worthwhile. According to Vroom, individuals use these
variables to identify the „motivational force‟ (MF) of each potential behaviour or action, and
then select the option with the highest MF value. Vroom devised the following equation to
illustrate how MF is calculated:

Motivational Force (MF) = Expectancy x Instrumentality x Valence

Expectancy Theory helps us to understand the unseen forces that drive people to
choose certain behaviours or actions. Like Adams‟ Equity Theory, the guiding principle is
that people are motivated by the prospect of a return on their efforts, whether this is a desired
performance outcome, financial reward (such as a salary increase or bonus) or something less
tangible, such as reputation and status. It suggests that managers need to strengthen the
motivational force of the behaviours and actions they advocate.

2.2 Intrinsic and Extrinsic Motivation

Motivation can be divided into two different theories known as Intrinsic (internal)
motivation and Extrinsic (external) motivation. Intrinsic motivation is defined as the doing of
an activity for its inherent satisfactions rather than for some separable consequence (Ryan
and Deci, 2000) shown in Figure 2.1. When intrinsically motivated a person is moved to act
for the fun or challenge entailed rather than because of external prods, pressures, or rewards.
 Figure 2.1: Four ways of Motivation Journey

On the other hand, extrinsic motivation is a construct that pertains whenever an

activity is done in order to attain some separable outcome. In simple definition, intrinsic
motivation involves engaging in behaviour because it is personally rewarding; essentially,
performing an activity for its own sake rather than the desire for some external reward. For
example, in Top Glove, employees are able to explore and choose what and how they wish to
contribute to the factory; it may be through cost cutting project or introduction to new process
but there is no limit or scope that only designated employee should perform the task and
others are not allowed to interfere. Therefore as employee, our behaviour is motivated by an
internal desire to participate in an activity for its own sake, due to excitement rather than
expecting rewards. Meanwhile, extrinsic is defined as external motivators are given to us by
others, such as a salary, bonuses and other incentives, security, praise, recognition, promotion
or even punishment or withdrawal of privileges for the task that we have performed. Extrinsic
motivators tend to be determined at the organizational level based on the job performance and
how much that has contributed to the company as whole and it is outside the control of
individual leaders and managers. They also have more of a short-term impact on motivation:
if they are withdrawn, motivation rapidly falls away. For example, in Top Glove, the
company provides all the required cost for the projects to allow the employees to explore
their knowledge and talent. Good projects are rewarded with gifts and cash to show
appreciation. If this appreciation and rewards does not match to the effort the employee has
taken to conduct the project, they will be demotivated to perform at higher level.

2.3 Maslow’s Hierarchy of Needs

Approaching needs as his basic factors of motivation, Abraham Maslow came up with
the concept of a Hierarchy of Needs (1943) which explains the theory most often used to
illustrate the point that people work and strive to excel to satisfy their internally set
requirements. As one of the most widely mentioned theories of motivation, Maslow saw
human needs in the form of hierarchy, ascending from the lowest to the highest and
concluded that without fulfilling the lowest need, we cannot motivate a person‟s behaviour to
move to the next level of need. He states in his need-hierarchy that there are at least five sets
of goals, which are called the basic needs, namely: physiological, safety, social need, esteem
and self-actualization as shown in Figure 2.2.

Figure 2.2: Maslow‟s Hierarchy of Needs

 Physiological need:

These are important needs for sustaining the human life. Food, shelter, warmth, sleep,
medicine and education are the basic physiological needs which fall in the primary list of
need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree
to maintain life, no other motivating factors can work. Top Glove as the employer provides
shelter for their staffs and foreign workers. These hostels were built solely for their staffs and
foreign workers include basic needs such as confortable space to sleep, WIFI, consistent
water and electricity supply and food mess. The hostel also provides food services whereby
tiffin carrier meals are served 3 times per day. Apart from that, Top Glove also provides
medical checkup and consultation at their panel clinics.

 Safety need:

This are needs to be free from physical danger. An employee needs to feel that they are
secured and protected all the time, without any harm and danger to their physical self. Top
Glove also fulfills the employee‟s safety needs with all means. Top Glove has invested in
providing good protection to their staffs and foreign workers. All employees are provided
with personal protection equipment such as safety shoes, helmet, vest and respiratory mask to
be used during working hours. Apart from that, all equipment used in building the structure
and machinery are ensured meeting the industrial safety standards. However, in order to
satisfy all parties and build confidence of the staffs and workers, Top Glove had always been
open to receive customer‟s audit, safety audit and product audit as per requirement.
Certification of compliances is one way to obtain employees and customers trust that their
premises are safe working environment and safe for manufacturing products.

 Social Needs

Needs for social relationship, a sense of belonging and relatedness; to give and receive
affection and love. For example in Top Glove, celebrates birthdays for their staffs and
workers, every month to appreciate them, giving them a sense that they are remembered. Not
only to the employees, Top Glove also recognized budding talents from the staff‟s family and
appreciates their effort. Some of the programs organized are Academic Excellence Awards,
Family Day, Talent Quest and many more.

 Esteem

According to Maslow, once people begin to satisfy their need to belong, they tend to want
to be held in esteem both by themselves and by others. This kind of need produces such
satisfaction as power, prestige status and self-confidence. It includes both internal esteem
factors like self-respect, autonomy and achievements and external factors such as states,
recognition and attention. In Top glove, freedom to speech is always encouraged. From junior
to senior, they are entitled to their opinion and there is no right or wrong to the opinion given.
This is concept of building self-esteem within the staffs and workers which are important for
a growing industry. Apart from that, the management also encourages the employees to
provide monthly suggestion to them so that they can improve in any ways possible. Besides
that, everyone is given the freedom to conduct research and study that may assist the
company in cost cutting and improving the product quality. In additional to this, the company
provides all the required cost for the project to allow the employees to explore their
knowledge and talent.

 Self-actualization

Maslow regards this as the highest need in his hierarchy. It is the drive to become what
one is capable of becoming, includes growth, achieving one‟s potential and self-fulfilment. It
is to maximize one‟s potential and to accomplish something.

2.4 Herzberg’s Two-Factor Theory

The two-factor theory or commonly known as Herzberg's motivation-hygiene theory

or the dual-factor theory states that there are certain factors in the workplace that cause job
satisfaction, while a separate set of factors cause dissatisfaction. Herzberg theorized that job
satisfaction and job dissatisfaction act independently of each other. According to Herzberg,
individuals are not content with the satisfaction of lower-order needs at work; for example,
those needs associated with minimum salary levels or safe and pleasant working conditions.
Rather, individuals look for the gratification of higher-level psychological needs having to do
with achievement, recognition, responsibility, advancement, and the nature of the work itself.

This appears to parallel Maslow's theory of a need hierarchy. Intrinsic „motivators‟

(relate to Maslow‟s higher needs) such as achievement and recognition can positively
influence motivation, while extrinsic „hygiene factors‟ (relate to Maslow‟s lower needs) such
as pay and working conditions can negatively impact motivation if they are not
satisfactory. Hygiene factors do not motivate, but can negatively affect motivation if they are
absent. Motivators improve motivation but do not eliminate dissatisfaction. Table 2.1 below
shows the motivator and hygiene factors that may lead to satisfaction and dissatisfaction in
our working environment.
 Table 2.1: Categories of factors

Herzberg added a new dimension to this theory by proposing a two-factor model of

motivation, based on the notion that the presence of one set of job characteristics or
incentives leads to worker satisfaction at work, while another and separate set of job
characteristics leads to dissatisfaction at work. According to Herzberg, the factors leading to
job satisfaction are "separate and distinct from those that lead to job dissatisfaction."
Therefore, if you set about eliminating dissatisfying job factors, you may create peace but not
necessarily enhance performance. This placates your workforce instead of actually
motivating them to improve performance.

Top Glove organization, has always given a rewarding career for its entire staff. In
that manner, Top Glove pays its gratitude by recognizing contribution of the staff and
rewards them accordingly in term of bonuses, career advancement and recognition for the
good performer, it does not matter if we are senior or junior in the organization. Apart from
this, Top Glove organization also encourages their employees to contribute their opinion and
there is no right or wrong to the opinion given. Other than that, all staffs are given the
freedom to explore their career but conducting R&D consistently and supported by
management. This are known as the motivators which describing the challenging work,
crediting one's achievement, responsibility, opportunity to do something meaningful,
involvement in decision making, sense of importance to an organization that give positive
satisfaction, arising from intrinsic conditions of the job itself, such as recognition,
achievement, or personal growth.

However, the working environment in Top Glove is tough. Employees are exposed to
highly compounded chemicals and heat environment. They are also prone to fall sick and
effected health wise. They are also required to be attentive to emergency condition (call to
work over a public holiday). This gives a dissatisfaction within ourselves on why should we
work at such environment? Why the company does not invest in good system to overcome
this condition? Why should we work over a public holiday and other companies does not?
These are the “hygiene factor” that leads to that do not give positive satisfaction or lead to
higher motivation. These are extrinsic to the work itself, and it may include other aspects as
well such as company policies, supervisory practices, or wages/salary.
 CHAPTER 3

CONCLUSION

In a nutshell, we can say that motivation is essential for both employer and employee
as a whole to keep the organization developing and growing. As an employer, we can look
into Expectancy Theory (Vroom, 1964) and Equity Theory (Adams and Locke, 1963) to
motivate our employees, to think wisely from a management perception. However, as an
employee, the Hierarchy of Needs and Herzberg‟s Two- Factor Theory shows that there are
internal and external factors that leads to motivation – intrinsic and the extrinsic motivation.
They relate parallel to each by showing the needs and factor that influencing to attain the
need. It also shows that motivation may vary from one individual to another but it is always
important to have a win-win situation to enhance the motivation in workplace.
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Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. New York:
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Richard M. Ryan and Edward L. Deci (2000). Intrinsic and Extrinsic Motivations: Classic
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